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The article provides answers to a question concerning on staying in dental practice, even after its sale and payment of the flat rate base including commission to dentist.

The article reflects on the proportion of income splitting arrangements in a dentistry partnership. It is inferred that minority ownership is applicable for associates who are interested in a long-term security rather equal control. However, partners who differ in their clinical abilities, service mix and efficiency is not advisable for equal splitting of income arrangements to avoid leaving the partnership at risk when senior partner exits.

The article provides an answer to a question of when an associate dentist should plan on getting an ownership position in dentistry.

The article presents the highlights of a roundtable discussion with founder Gary Schaub of dental and medical appraisal and brokerage firm HELP Appraisals and Sales Inc. and Henry Schein Professional Practice Transitions director Tom Snyder as participants. Both experts were asked about their views with regards to a dentist buying a practice with preferred provider organizations (PPOs) participations he does not want. Schaub and Snyder presented the aspects to consider when buying a practice.

The article presents the thoughts of Tom Snyder, Doctor of Medicine in Dentistry (DMD), Masters in Business Administration (MBA), and Peter J. Ackerman, Certified Public Accountant (CPA), Certified Valuation Analyst (CVA), on options for a potential dental practice buyer on staff retention. Topics discussed include Snyder recommending giving a 90-day period for teal members to prove their value in the practice, and Ackerman stressing importance of cash flow projection in transition analysis.

The article presents answers to a query about the amount of previous year's collections that is commonly received by a dental practitioner who has hold his practice.

The article provides the responses of dental two experts to a question on considering a restrictive covenant in hiring an associate candidate. Tom Snyder advises dentists who live in small towns to agree to a multiple of gross revenue generated by the associate over the last 12 months prior to departure. Guy Jaffe gives three options to the senior dentist which include signing and waiving a restrictive covenant and to consider the non-solicitation agreement and the non-compete.

The article presents two views on whether a dentist should sell a practice on his own to avoid paying a commission. An expert cites the advantages of engaging a broker's service as brokers are vested in the success of the dentist. Another expert enumerates major reasons for dentists not to sell their own practice.

The article offers tips on how dentists should prepare when selling their practice. It suggests that dentists should ask advice from financial advisor if they can afford to sell their practice. It notes that tax ramifications or tax allocation of a practice sale should be discussed with an accountant. It indicates that dentists should retain one broker who will prepare a formal valuation for future sale of the practice.

The article presents the opinions of dental professionals Tom Snyder and Lynne Nelson on the issue of the timeframe needed when starting to plan for the sale of a dental practice. According to Snyder, a financial advisor should be hired to prepare a comprehensive financial plan that will include a retirement income needs analysis. Nelson, meanwhile, suggests the creation of a practice appraisal file with a trusted broker that will be updated every two years.

The article presents different views on the issue of putting value on a dental practice. One argument says that if practice is valued at the end of the associateship, the efforts of dentists will help the practice improve and increase purchase price. Another argument highlights the two classes of assets in practice values.